I always find it funny how corporate people like to use big words, jargon, and acronyms to communicate new ideas. Often they devise complex plans and strategies which of course require action from people in all parts of an organization.
Now I don’t have a problem with that process, but it’s up to The Boss to make those connections and to communicate it down the line. If you’re The Boss, you have two responsibilities:
- Know those ideas and understand those ideas well enough to communicate them.
- Communicate those ideas in a language that your team will understand.
The first responsibility is really yours. It requires you to ask good questions and check yourself for understanding. There’s also that delicate issue of putting the plan into motion even if you think it’s a dumb idea. That ownership component of The Boss is a tough one. But once you’ve understood it well enough to communicate it, it’s time to communicate it.
How should you do it?
- Think simple, but not simplistic. Don’t dumb it down but use phrases and language that your team understands.
- Don’t assume “smart” people will automatically get it. I’ve seen lots of organizations push out leadership training from Ph.D. level writers and trainers assuming that newly-appointed first line supervisors (who were physicians, nurses, scientists, or other nerdy, highly-educated folks) needed high level training. Remember, anything new resets the knowledge curve back down to zero. We don’t teach a toddler who just mastered potty training how to use a chain saw. Keep it in perspective.
- Use stories, simple analogies, or small steps. Jesus taught complicated theology to the uneducated through the use of stories. In 1963, Martin Luther King, Jr. stressed his vision through on simple repetitive four-word phrase: “I have a dream”. On the other hand, in 1517 Martin Luther communicated his issues with the Catholic church in 95 bullet-pointed theses, but he was speaking to the religious nerds of his day. Just know your audience.
- Check for understanding. Years ago when I was in the Navy, I would always communicate a new process or idea to the one tech I had that had the steepest learning curve. When they could articulate it back to me, I knew I had the right message.
As The Boss, you have the responsibility of knowing that your people view YOU as the company. How you communicate with them sets the tone for their production. It’s a heavy responsibility but one you have to take seriously. Keep it simple. Not simplistic.
